PREFACE

The following University-wide Human Resource Policies are applicable to the Managerial-Professional and Office and Service Staff. However, some policies are applicable to all employees of the University regardless of employees classification based on Board of Regent Bylaws and Policies. These policies were developed for the purpose of providing university-wide guidance, consistent with Board of Regent Bylaws and Policies, in the management of non-academic staff.

FOREWORD

Human Resource Policies are intended for use by Chancellors, Vice Presidents, Vice Chancellors, and other administrative officers designated by the President or the Chancellors. General guidelines are presented and it is expected that in almost every instance, with the exception of the Board of Regent Bylaws and Policies, a supplemental campus procedure may be available. It is not recommended that immediate supervisors utilize this document independently of any related campus procedure.

The policies contained herein may be deleted or modified or new policies may be added by approval of the President through the authority delegated by the Board of Regents. The distribution of any modifications shall be made by the University Administration Director of Human Resources through the Campus Directors of Human Resources. Any interpretations of the manual may be requested of the University Administration Vice President for Business and Finance.

Employees may also contact the State Ombudsman (Public Counsel), an independent governmental office designed to receive and investigate miscellaneous complaints relating to administrative agencies of state government. The office can be reached by telephone at (402) 471-2035 or toll-free at (800) 742-7690. Visit the office on line at
http://www.legislature.ne.gov/divisions/ombud.php.

Any such complaint or concern may be reported anonymously, but since we are not elected officials you may not be covered by the protections described in the "State Government Effectiveness Act." Your identity may also be reported to the Audit Committee of the Board of Regents, the President or other senior members of University management as well as other Audit and Advisory Service personnel who are or become responsible for investigating, evaluating, addressing or resolving the complaint or concern. Under certain circumstances, the complaint or concern may be required to be reported to State governmental or law enforcement officials. Any University employee who violates the confidentiality of a person filing a report may be subject to appropriate personnel action. All reports submitted will be reviewed by Internal Audit and Advisory Services. Internal Audit and Advisory Services, in consultation with the University's General Counsel, will determine whether an investigation is appropriate.

Individuals with concerns regarding known or suspected acts of fraud or financial misconduct may also report suspected wrongful activity by completing and submitting the disclosure form on-line.

The maximum amount of vacation leave which may be earned shall be two hundred eighty (280) hours.
Employees who have a vacation leave balance that is in excess of 280 hours will not accrue additional
vacation leave hours until their balance falls below the maximum of 280 hours.

The rate at which an employee accrues vacation leave shall be computed from the service date and adjusted by breaks in service if such break in service is less than three years.

Employees may be advanced vacation leave in an amount not to exceed a total of forty hours (40) (one work week), prorated for part-time employees. Employees shall reimburse the University for all used, unearned vacation leave upon separation.

Managerial-Professional Staff - Members of the Managerial-Professional staff shall earn twelve (12) workdays of vacation during each of the first two (2) years of employment, eighteen (18) workdays during the third through the fifth year of employment, and twenty-four (24) workdays during each year thereafter.

Office and Service Staff - Office and Service employees shall earn vacation according to the following schedule

Years of Employment

Hours per Month

Hours per Year

Days per Year

Hours per Day

1st through 5th year

8.00

96

12

0.26301

Beginning of 6th yr.

10.00

120

15

0.32877

Beginning of 7th yr.

10.67

128

16

0.35068

Beginning of 8th yr.

11.33

136

17

0.37260

Beginning of 9th yr.

12.00

144

18

0.39452

Beginning of 10th yr.

12.67

152

19

0.41644

Beginning of 11th yr.

13.33

160

20

0.43836

Beginning of 12th yr.

14.00

168

21

0.46027

Beginning of 13th yr.

14.67

176

22

0.48219

Beginning of 14th yr.

15.33

184

23

0.50411

Beginning of 15th yr.

16.00

192

24

0.52603

Beginning of 16th yr. and all following years

16.67

200

25

0.54795

Vacation Leave Use

Vacation leave shall be arranged to not interfere with the conduct of University business.

Unused vacation shall be paid when an employee separates. Upon death of an employee, his or her beneficiary shall be paid for any unused vacation leave of the employee.

If an employee's balance of floating holidays is in excess of 32 hours, the employee must first submit floating holiday absences to bring that balance to 32 hours or less prior to submitting vacation leave.

All regular employees who transfer from employment with the State government or the State colleges shall accrue vacation leave at a rate based on the hiring date with the organization from which they are transferring.

New senior members of the managerial-professional staff may be granted, upon employment, the right to earn vacation days at the rate of eighteen (18) work days or twenty-four (24) workdays per year at the discretion of the Chancellor or President where such exception is necessitated by the conditions in Sections 6.1 and 6.2.

Exceptions may be granted in order to continue such provisions to a staff member who has been eligible for the benefits of such provisions under a prior University employee category.

Exceptions maybe granted in order to recognize prior related work experience.

If eighteen (18) workdays of vacation are granted during the first year of employment, the employee shall earn twenty-four (24) vacation days beginning with the fourth year of employment.

The Holiday Closedown for 2015 will begin Thursday, December 24 and conclude Friday, January 1, 2016. Staff will return to work Monday, January 4, 2016

Academic Dates for 2015

Monday

January 12

First Day of 2nd Semester Classes

Monday

January 19

Martin Luther King Jr. Day

Sun. - Sun

March 22 - March 29

Spring Break

Saturday

May 2

Last Day of 2nd Semester Classes

Friday

May 15

Academic Year concludes for 9-month employees

Monday

August 17

Academic Year begins for 9-month employees

Monday

August 24

First Day of 1st Semester Classes

Monday

September 7

Labor Day

Mon. - Tues.

October 19 - October 20

Semester Break

Wed. - Sat.

November 25 - November 28

Thanksgiving Break

Saturday

December 12

Last Day of 1st Semester Classes

* Vacation Leave/Leave Without Pay - By proclamation of the Governor or the President, University employees other than temporary are compensated for 12 holidays annually. To facilitate the holiday closedown periods, extra days may appear in the schedule and will need to be reported as vacation leave or leave without pay.

IMPROPER PAYROLL DEDUCTIONS

1.0

The University of Nebraska shall apply the following standards prohibiting improper payroll deductions.

1.1

The new "Fair Pay" regulations of the Federal Labor Standards Act (FLSA) effective August 23, 2004, prohibit the University from making improper payroll deductions from an employee's pay. To comply with the provisions of the Act the University will take the appropriate actions for all improper payroll deductions.

2.0

Process

2.1

An employee's salary is intended to cover all hours worked, and the University intends to pay employees, subject to the provisions of the Act, and will not make deductions from an employee’s salary that are prohibited under FLSA. If an employee believes their salary includes improper deductions, or errors, or their salary is incorrect, based on wages earned, they should immediately report the incident to the payroll office or human resources division.

2.2

The payroll office or human resources division will conduct a prompt review, and if appropriate, remedy any improper deduction, payroll error, or incorrect paychecks during the next regularly scheduled pay period/cycle. In addition, remedial actions will be taken to prevent the occurrence of the same or similar improper deductions in the future.

2.3

Employees who register a complaint alleging improper deductions from their salary shall not be subject to disciplinary or other adverse action as a result of making a complaint. Each campus will designate individuals within the human resources division or payroll office to assist employees with their pay issues or inaccuracies.

2.4

Questions regarding this policy should be directed to the Human Resources Department/Payroll Administration offices.

OVERTIME

1.0

All employees except those exempted by Section 81-117 of Revised Statutes, 1943, and except as provided below, who are required to work in excess of forty (40) hours in any work week shall be paid at a rate of one and one-half (1 1/2) times their regular hourly rate or monthly rate prorated on an hourly basis for each hour worked in excess of forty (40) in any work week.

1.1

Agricultural employees shall be paid overtime compensation for hours worked in excess of fifty (50) in any work week.

1.2

Employees working within organized segments of the University which are primarily engaged in the care of persons residing on the premises who are sick, aged, or mentally ill or defective shall be paid overtime for hours worked in excess of eight (8) per day or eighty (80) per fourteen consecutive calendar days.

1.3

Compensatory time off may be granted in lieu of overtime compensation, subject to the prior approval of the employee’s supervisor. Compensatory time-off will be awarded at the rate of one and one-half hours off for each overtime hour worked.

1.3.1

In general, employees may not accrue more than 60 hours of compensatory time off (120 hours in the case of employees involved in public safety activities or seasonal work). Employees who accrue more than 60 (or 120) hours of compensatory time off shall be paid for additional overtime hours as provided in paragraph 1.0.

1.3.2

Employees who have requested to use accrued compensatory time off shall be permitted to use such time within a reasonable period after making such request if the use of the compensatory time off does not unduly disrupt the operation of the department.

1.3.3

All accumulated compensatory time off must be taken (or paid) prior to the receipt of a promotional salary increase or any type of salary decrease on the part of the employee.

1.3.4

Employees who terminate employment shall be paid for accrued compensatory time off as provided in paragraph 1.0.

1.3.5

Records on accumulated but unused compensatory time off shall be kept as part of the regular time reporting system.

2.0

The payment of overtime compensation shall not apply to managerial-professional employees that are classified exempt according to the Fair Labor Standards act criterion of:

professional, executive, or administrative in nature, and

by custom in business, industry and other institutions of higher education

2.1

However, positions classified exempt from overtime may require an individual to work extra and irregular hours.

2.2

Acceptance of such position constitutes the employee's acknowledgment that such requirement is a part of an obligation to the University of Nebraska as an employee.

SALARY ADMINISTRATION (NU VALUES)

1.0

Introduction

1.1

The salary administration policy of the University of Nebraska shall be applicable to all regular University of Nebraska Office/ Service and Managerial/Professional positions. The purpose of the NU Values compensation program is to provide effective, equitable, and market relevant rates of compensation to the incumbents of Office/ Service and Managerial/Professional positions. The program will identify salary levels needed to be sufficiently competitive in order to attract and retain highly qualified employees.

2.0

Authorities and Responsibilities

2.1

The Vice President for Business and Finance, University Administration, with the advice and consultation of the Council of Business Officers, shall be responsible for the maintenance and revision of the University-wide NU Values.

2.2

The University Administration Director of Human Resources shall coordinate the administration of the NU Values Program to include conducting an annual salary survey to determine appropriate salary bands for the NU Values Program.

2.3

Revisions or amendments to the NU Values Program to include but not limited to Family Composition, Salary Bands, Zone determinations, Market Impact, and Program Training, shall be recommended by University Administration's Director of Human Resources, to the Vice President of Business and Finance with the consultation of the campus Human Resources Directors, at least annually. Any revisions or amendments to the NU Values Salary Structure will be reviewed by the campus Budget Officers as to the fiscal impact.

2.4

The Human Resources Directors shall be responsible for the day-to-day administration of the NU Values program at the campus level.

3.0

NU Values Salary Structure

3.1

The University-wide NU Values salary structure within the Job Families for Office/Service and Managerial/Professional staff shall consist of a prescribed set of salary bands and zones with minimum and maximum rates.

4.0

Administration of the NU Values Program

4.1

No employee shall receive a salary that is less than the minimum rate or greater than the maximum rate of the Job Family Zone to which their position has been allocated unless specifically authorized by the appropriate Administrative Office. Appropriate Administrative Office is defined as Chancellor, Dean, Vice Chancellor or the designee of said offices.

4.1.1

The hiring authority will be responsible for determining the starting salary for a new University employee. They are encouraged to utilize the criteria prescribed in the NU Values Program including, but not limited to:

Market relevance

Other University employee salaries

Competencies of the new hire

Fiscal resources available

4.2

When a campus Human Resources Director finds that economic or employment conditions make recruitment of qualified applicants within a Job Family Zone difficult, the Council of Business Officers may, subject to budgetary limitations, authorize maximum rate adjustments of a Job Family Zone.

4.2.1

Salary surveys shall be utilized in relevant labor markets. The University of Nebraska labor market is defined as an area of national, regional, or local scope encompassing a competitive market or relevant employer in which employees are either gained or lost.

4.2.1.1

Salary surveys shall be prepared at least annually under the direction of the University Administration Human Resources Director. The survey will be used in the NU Values program as the basis to determine market relevance, per section 4.1.1, to justify request for salary increases of Office/Service and Managerial/Professional employees and to determine the allocation of salary increase funding to ensure equity in financial support.

4.2.2

Employees who are employed in a market-impacted position may have their rate of pay adjusted to the newly established range.

4.3

Administrative Changes in Salary

4.3.1

Advancement within the same Job Family Zone may occur because of the assignment and/or performance of additional duties within the same scope of their current position. Salary increases within a zone may warrant an increase in pay up to 10%. Increases of more than 10% require prior approval from the campus Human Resources Director.

4.3.2

Promotion to a higher zone in the same Job Family may occur when an employee accepts or is re-assigned to a position that is in a higher zone. Salary increases for promotions may warrant an increase in pay up to 20%. Increases of more than 20% require prior approval from the campus Human Resources Director.

4.3.3

Salary increases for purposes described in 4.3.1 and 4.3.2 or 5.0 may not exceed 2 occurrences in a fiscal year without prior approval from the campus Human Resources Director. Salary increases based on legislative appropriations and action by the Board of Regents, normally given on July 1 each year, are not included in these two occurrences.

4.3.4

A Transfer occurs when an employee accepts a position in the same Job Family and Zone in a different Organizational Unit. Employees who transfer shall be treated as a new hire for pay purposes.

4.3.5

A Voluntary Reduction occurs when an employee accepts or requests to be placed in a lower zone within the same Job Family. Voluntary reductions may require a pay reduction. Some circumstances, for example the rate of pay for other employees in the department, may be considered as reasons for a decrease in pay.

4.3.6

Demotions are corrective actions or disciplinary reductions in an employee's job assignment or pay. In the case of a demotion for cause, a decrease in the employee's pay is generally made. Organizational units must receive Human Resources approval before taking any disciplinary actions that affect an employee's compensation or employment status.

5.0

Performance Increases

5.1

Employees may be granted increases in salary for performance. An employee must have worked in the same Job Family and Zone for at least six (6) months in order to be eligible for a performance increase. Performance increases shall be treated according to Sections 4.3.3 and 5.1 through 5.4. The total amount of performance increases given to an employee per year may not be greater than ten (10) percent.

5.2

All performance increases shall be supported by written evidence of the employee's performance, which is on file in the employee's HR/Personnel file.

5.3

Consistent with Executive Policy, performance increases shall only be granted on January 1 and July 1, if sufficient funds for such increases are available.

5.4

Performance increases granted under Section 5.0 are considered to be separate from any increase pursuant to the policies governing annual increases generated by legislative appropriations.

6.0

Other Salary Adjustments

6.1

Adjustments in salary may be made to address factors other than those listed in 4.3.1, 4.3.2 and 5.0. Some circumstances, for example to recruit or retain an employee as a result of an offer by another employer, may be considered as reasons for an increase in pay. Salary adjustments of this nature may not exceed the established zone and require prior approval from the campus Human Resources Director.

7.0

Appeal Procedures

7.1

If there is a disagreement regarding the job family/zone assignment of a position, a request for additional review may be made by contacting your campus HR office. Decisions regarding job family and zone assignment may not be appealed through the formal grievance process.

SALARY TERMINATION UPON DEATH

1.0

The approach described below is the established guideline for Managerial/Professional and Office/Service staff, concurrent with the procedures outlined in the Board of Regents Bylaws

2.0

Upon Death, the salary of a full-time academic-administrative staff member shall terminate at the end of the month in which the death occurs. Provided, however, that this provision in no way abrogates the right to receive salary earned, but not yet paid because of the method of prorating academic-year salaried over a 12-month period.

3.0

Consequently, upon Death

3.1

Members of the Managerial and Professional staff shall have their salary terminate at the end of the month in which the death occurs.

3.2

Members of the Office and Service staff shall have their pay terminate at the end of the two-week pay period in which the death occurs.

4.0

It is the responsibility of each campus Human Resource Office to process salary terminations and payout upon death according to the above guidelines.

SHIFT DIFFERENTIAL PAY

1.0

A shift differential of ten (10) percent of base rate may be paid to eligible employees scheduled to work on the evening or night shift. This differential is intended to provide additional compensation for working during a generally less desirable time period.

1.1

Staff nurses on the third shift may receive shift differential up to 15 (fifteen) percent.

2.0

A shift differential shall not be considered part of an annual salary rate or hourly rate; but shall be subject to federal and state deductions.

3.0

Only those employees eligible for overtime compensation are eligible to receive a shift differential (see Overtime Compensation policy).

CONCEALED WEAPONS & FIREARMS

1.0

The possession of concealed weapons on property controlled by the University of Nebraska is prohibited. This ban applies to University of Nebraska vehicles, and events sponsored by the University. This policy applies to all members of the general public, students, and University employees, except University employees who are specifically authorized to carry concealed weapons as part of their job responsibilities.

2.0

Possession of firearms on property controlled by the University of Nebraska, in University vehicles and at events sponsored by the University may only be authorized by the principal business officers of each administrative unit. The rules governing authorized possession of firearms adopted by each administrative unit shall be reviewed and approved by the Office of the University General Counsel. Once approved, such rules shall be kept on file by the Corporation Secretary.

3.0

Notices prohibiting the carrying of concealed handguns shall be conspicuously posted as each Chancellor shall determine to be appropriate on property controlled by the University of Nebraska that is open to the public as long as such posting is required by Nebraska Concealed Handgun Permit Act to accomplish enforcement of the Act.

4.0

For the purposes of this policy, the term “property controlled by the University of Nebraska” shall mean and include all property owned by the University, all property leased by or licensed to the University, and all fraternity houses, sorority houses, or other student housing facilities recognized by the University.

CONFLICT OF INTEREST

EMPLOYEE DISCIPLINE

1.0

Employees are responsible for meeting reasonable standards of performance and conduct in their work activities. Supervisors are responsible for providing leadership that makes possible such performance and conduct.

2.0

Supervisors may impose disciplinary actions for reasons of taking corrective measures up to and including termination in the event an employee's performance is less than the reasonable standards of performance or if the employee's conduct is not in keeping with what is expected in the working environment of the University.

2.1

Types of disciplinary action may include verbal warning, written warning, suspension without pay, and termination.

2.2

Written records shall be kept regarding disciplinary actions taken and shall be filed for a specific period of time.

GRIEVANCE POLICY- NON ACADEMIC

LAW ENFORCEMENT INVESTIGATIONS NEPOTISM

NU VALUES ADMINISTRATION

1.0

Introduction

1.1

The University of Nebraska makes all decisions regarding recruitment, hiring, promotion, and all other terms and conditions of employment without discrimination on the basis of race, color, religion, sex, sexual orientation, national or ethnic origin, age, disability, marital status, veterans status or individual characteristics other than qualifications for employment, quality of performance of duties, and conduct related to employment in accordance with University policies and rules and applicable law.

1.2

The NU Values program shall be applicable to all regular University of Nebraska Office/Service and Managerial/Professional positions.

1.3

The NU Values program is a compensation and performance management system for Office/Service and Managerial/Professional employees of the University of Nebraska. NU Values:

Links performance of employees to the mission and the vision of the University.

Focuses on job families as the basis for market relevance and equity in pay decisions.

Provides the tools for growth and development of employees.

Provides an open framework whereby the tools/processes used to make pay decisions are widely known.

Utilizes a simple yet effective job evaluation system.

Utilizes competencies as a basis for employee performance

1.4

The NU Values program groups all positions having similar characteristics into job families so that an effective, equitable and market relevant level of compensation may be identified. This categorization is based on an analysis of each position in order to determine the general function, the duties and responsibilities, the supervision received and exercised, and the educational background, training, and experience needed for the position.

2.0

Authorities and Responsibilities

2.1

The Vice President for Business and Finance, University Administration, is responsible for the maintenance and revision of the NU Values program.

2.2

The University Administration Director of Human Resources coordinates the administration of the NU Values program and shall develop procedures, as required, to facilitate the consistent application and administration of policies related to NU Values.

2.3

The Chief Business Officers are responsible for the overall direction of the NU Values program at the campus level.

2.4

The Campus Human Resources Directors are responsible for the day-to-day administration of the NU Values program at the campus level.

3.0

Job Placement

3.0.1

Job Families: Job families are composed of jobs related through common vocations/professions. Jobs in a job family are similar in that they have a continuum of knowledge, skills and abilities from the lowest to the highest level job, related key behaviors and similar market characteristics.

3.0.2

Bands: Each job family has its own broad salary band. This band reflects the unique nature of each job family and has its own pay characteristics. The University Administration Human Resources Department, in conjunction with the campus Human Resources Departments, will utilize labor market wage and salary surveys to determine the pay range for each band.

3.0.3

Zones: Zones are established within each band to reflect groupings of positions based on major differences in scope, responsibilities, qualifications and competencies. The zones are labeled Assistant, Associate, Specialist and Senior. Job families with only three zones do not have a Specialist zone.

3.0.4

Job Analysis: Job analysis places a relative value on the differing factors that distinguish one job from another: Nature and Complexity of work, Problem solving and Decision-making, Know-how, Interaction and Supervision received and/or exercised.

There are generally two situations that require analysis, either a new position is needed or an existing position has changed. All new and existing positions will be assigned to a job family and zone using the job analysis process. This process is designed to slot positions into families and zones based upon assigned duties, qualifications, competencies, and reference to the Federal Regulations pertaining to job classifications.

For the purposes of setting pay, job analysis identifies the relative value of positions that are not specifically surveyed in the labor market to those whose values are known. The University of Nebraska’s job analysis process is based on the following objectives:

A simplified system that organizational units will use to determine appropriate job family, zone and working job title for a position.

A flexible process that enables organizational units to quickly or efficiently design positions to meet their needs.

A set of easy-to-understand-and-apply steps that organizational unit leaders will use to develop employees.

3.0.5

Job Description: The development and maintenance of current and accurate job descriptions is vital to the job analysis process. The job description is a written statement that describes the work that is to be done and the knowledge, skills, abilities, and talent needed to perform the work. Job descriptions serve a variety of purposes. They introduce new employees or applicants to the job, assist in outlining strategic goals of the major administrative unit and the work unit’s objectives, provide basic documentation used in job analysis and compensation planning, set performance standards and help employees understand what is expected of them, provide a basis for setting goals and objectives, identify and document “essential job functions” and physical requirements to ensure compliance with applicable laws and comply with other legal and workplace requirements.

3.0.6

A current copy of an employee’s job description should be filed in their HR/Personnel file (paper or electronic).

3.1

Family/Zone Placement

3.1.1

No person will be assigned to any position until it has been properly allocated to a job family and zone.

3.1.2

If a filled position is reallocated to another job family/zone, the incumbent will not be automatically qualified to continue filling the position unless he or she possesses the minimum qualifications necessary to perform the work satisfactorily. The incumbent of a position reallocated to another family zone who is not qualified to remain in the position will be reassigned, if warranted, or given proper notice period to acclimate or will be separated from the University.

3.2

Job Titles

3.2.1

The standard job title, created by combining the job family name and the zone name, is the job title that will be used on personnel documents. For example, if an employee were in the healthcare job family and in the associate zone, the standard job title would be “Healthcare Associate.” The organizational units are encouraged to use a working title that matches position responsibilities and reflect the job family, such as Dental Hygienist.

4.0

Appeal Procedures

4.1

If there is a disagreement regarding the job family/zone assignment of a position, a request for additional review may be made by following the procedures listed in campus-specific policies. Decisions regarding job family/zone assignment may not be appealed through the formal grievance process.

5.0

Glossary of Terms

Accountability

Accepts responsibility for own actions and decisions and demonstrates commitment to accomplish work in an ethical, efficient and cost-effective manner.

Adaptability

Adjusts planned work by gathering relevant information and applying critical thinking to address multiple demands and competing priorities in a changing environment.

Advancement

When an employee is given a pay increase, but stays within the same Job Family Zone. May occur because of additional duties, projects or assignments within the same scope of their current position.

Allocate or re-allocate

The method of placing a position within a Job Family/Zone.

Assignment

The placement of a person into a position within a Job Family.

Benchmark Jobs

Positions that can be matched to salary surveys of market data.

Career Change

When an employee is re-assigned to a new Job Family.

Communication

Effectively conveys information and expresses thoughts and facts. Demonstrates effective use of listening skills and displays openness to other people's ideas and thoughts.

Compensation

The method of maintaining balance between interests of operating the university within the fiscal budget and attracting, developing, retaining and rewarding high quality staff through wages that are competitive with the prevailing rates for similar employment in the labor market.

Competencies

The combination of observable and measurable knowledge, skills, abilities and personal attributes that contribute to enhance employee performance and ultimately result in organizational success.

Customer/Quality Focus

Anticipates, monitors and meets the needs of customers and responds to them in an appropriate manner. Demonstrates a personal commitment to identify customers' apparent and underlying needs and continually seeks to provide the highest quality service and product to all customers.

Demotion

Corrective actions or disciplinary reductions in an employee's job assignment or pay.

Exempt

Employees who are not covered by the Fair Labor Standards Act's minimum wage and overtime provisions. These employees are typically salaried.

Feedback & Coaching

Supervisor's ability to demonstrate effective use of listening skills, to display a general openness to employees' ideas and thoughts and to praise or provide constructive assessment of an employee’s work performance and work habits.

FTE

Full-Time Equivalency. Relates to the number of hours worked as a percentage of full-time hours (e.g., an FTE of 0.50 means a person works half-time or twenty hours per week).

Incentive Plan

Distribution of monetary awards through incentive payments based upon completion of previously identified plan objectives.

Inclusiveness

Fosters respects for all individuals and points of view. Interacts appropriately with all members of the campus community, campus visitors and business and community partners without regard to individual characteristics. Demonstrates a personal commitment to create a hospitable and welcoming environment.

Job Analysis or Job Evaluation

The method of ordering jobs with respect to their value or worth to the organization.

Job Family

Groupings of related jobs with common vocations/professions in that they have similar market characteristics, related key behaviors and a continuum of knowledge, skills and abilities.

Job Title

The word or words that identify a job. In NU Values the system job title is a combination of the job family and zone names, e.g., Library Services Associate. The zones are labeled Assistant, Associate, Specialist and Senior. Job families with only three levels do not have a Specialist zone. The working job title is more specific and descriptive.

Leadership

Communicates the University's vision in ways that gain the support of others. Mentors, motivates and guides others toward goals.

Managerial/Professional

Managerial/professional employees are normally paid monthly salaries, have responsibilities primarily managerial or professional in nature and are generally exempt from the overtime provisions of the FLSA.

Market (or Labor Market)

Local, regional or national area and/or competitive employers in which employees are either gained or lost.

Market Analysis

Review of salary data to facilitate job pay comparisons and information that reflects the labor force from which the university recruits employees.

Market Pricing

Rate of pay or comparable value for specific jobs in relative labor market.

Market Relevance

Responsiveness to market fluctuations.

Non-Exempt

Employees who are covered by the Fair Labor Standards Act’s minimum wage and overtime pay provisions.

NU Values

The compensation and performance management system covering the managerial/professional and office/service employees of the University of Nebraska.

Occupational Knowledge

Level of proficiency in the principles and practices of one's field or profession.

Office/Service

Office/Service employees are paid hourly and are subject to overtime provisions of the Nebraska overtime law and the FLSA.

Performance Evaluation

The method of evaluating an employee's performance which involves tracking, evaluating and giving feedback on actual performance based on key behaviors/competencies established in the goals that support the achievement of the overall organizational mission.

Performance Increase

Consistent with the University President’s Memorandum dated Feb. 1995, an increase in salary may be granted only on January 1 and July 1, as funding permits. Employee must have worked in same Job Family and Zone for at least 6 months and be supported by evidence in the employee’s personnel file. The total amount of performance increases given to an employee per year may not be less than one (1) percent or more than ten (ten) percent. This increase is separate from any pay increase pursuant to the policies governing annual increases generated by legislative appropriations.

Performance Management

A system of linking employee’s job performance to the University’s missions using goals, objectives, and coaching and feedback mechanisms.

Position/Job

A set of duties assigned to job and uniquely identifiable by a position number.

Position Description

A written statement that describes the work that is to be performed by the job incumbent. The description includes general position information, a summary sentence, detailed duties and responsibilities, and minimum qualifications.

Promotion

A job change that involves movement of an employee to a higher zone within the same Job Family, which results in an increase in pay.

Salary Adjustment

An Increase in salary authorized to address the recruitment or retention of an individual as a result of an offer by another employer. Requires prior approval from campus Human Resources Director.

Salary Band

The range of pay for a job family.

Salary Survey

A published summary report of salary information of benchmarked positions from multiple employers. Human Resources use a comparison of multiple salary surveys to price jobs to the labor market.

Team Focus

Works cooperatively and effectively with others to achieve common goals. Participates in building a group identity characterized by pride, trust and commitment.

Technology Orientation

Commitment to continuous improvement to include understanding and application of technology (hardware, software, equipment and processes).

Transfer

A movement to a position in the same job family and zone, but in a different Organizational Unit. It is not considered to be a promotion.

Voluntary Reduction

When an employee accepts or requests to be placed into a position at a lower zone within the same Job Family. Zone Represents a recognizable and measurable level of responsibilities, skills and expertise within a Job Family and the associated salary base. The zones are labeled Assistant, Associate, Specialist and Senior. Job families with only three levels do not have a Specialist zone.

PERFORMANCE EVALUATIONS

1.0

A performance evaluation shall be performed on all regular employees. The purpose is to review the employee’s overall performance and achievement with respect to the “essential functions” and other job/performance related objectives according to the position(s) they occupy. It is intended that the evaluation process enable an employee to become aware of the importance of his or her work, manner of performance, and the level of performance the supervisor expects.

1.1

A performance evaluation is recommended within six months of initial hire and is required at least annually.

1.2

A memorandum of record or other written document may be used whenever the supervisor desires to record noteworthy performance - either favorable or unfavorable.

2.0

The supervisor shall discuss the employee’s performance using a written document or electronic performance evaluation tool with the employee. The employee shall receive a copy of the completed evaluation. It is intended that the discussion provide

an opportunity to clarify job duties and responsibilities and establish performance expectations,

a setting for discussing an employee’s strengths and areas for needed improvement,

identifying goals and professional development for the next evaluation period

3.0

The employee must be offered the opportunity to comment and submit a written response to their performance evaluation which shall be retained with the completed evaluation in the employee’s official HR/Personnel file.

3.1

An employee’s signature on their performance evaluation is required to establish that an evaluation was conducted and that the employee had an opportunity to review its contents.

3.2

Performance evaluations are not subject to the grievance process.

PERSONNEL FILES

1.0

An official Human Resource/Personnel file (paper or electronic) shall be maintained on employees for the purpose of recording the University employment history of each person. The official HR/Personnel file shall be maintained in the Human Resource office. The content of such files shall be established by each major administrative unit. All HR/Personnel files shall be secured in strict conformance with federal and state laws and University Bylaws governing the confidentiality of information.

2.0

Employees shall have the right to review their own file at any time upon request. Reports, letters, and documents which reflect unfavorably on an employee shall not be placed in the HR/Personnel file without his or her knowledge. Records of disciplinary action shall be maintained in the HR/Personnel file for a specified period, according to the University’s Records Retention Policy.

3.0

Information which reflects unfavorably, except information originated by the employee, shall not be placed in an employee's file subsequent to the discharge, resignation, or retirement of such employee, unless a copy of such information is mailed to the employee, within 30 calendar days, at the last known address of the employee.

POLITICAL ACTIVITIES OF EMPLOYEES

1.0

Employees of the University enjoy the full right of citizens to participate in the political life of the State of Nebraska and the United States. The welfare of the University, however, requires that each employee perform the duties of his or her position without the interference of outside activities. The following policies, therefore, shall apply to employees engaging in political activity.

2.0

An employee of the University, contemplating filing as a candidate for any part-time public office or entering upon the performance of the duties of any part-time public office to which he or she may be elected or appointed, shall notify the Chancellor and appropriate dean or division head of his or her intention to do so. It shall be the duty of the Chancellor to determine to what extent such political activities will interfere with the employee's regular duties and to decide to what extent his or her duties and compensation shall be curtailed.

3.0

The criteria to be used in determining the extent to which such political activities interfere with the performance of regular duties of the employee shall be:

3.1

The time which he or she will be required to devote to such political activities during the period assigned for the performance of his or her duties to the University.

3.2

The time which, in the absence of such political activities, he or she would devote to University duties, such as administrative, class, laboratory, research, extension, counseling, meeting schedules, necessary preparation for the performance of his or her duties, etc.

3.3

The duration of such political activities and duties.

4.0

The curtailment of an employee's duties and compensation shall follow the principle that adjustments in duties and compensa¬tion shall be commensurate with the degree of interference with an employee's regular duties.

5.0

A member of the staff seeking a full-time public office shall be required to take a leave of absence without pay during the semester in which he or she shall be a candidate for either the primary or general elections. Such leaves of absence shall commence no later than the date on which a candidate must file for that office. If the operation of the department requires, the chair may request such candidate to take a leave of absence starting with the opening of the semester in which such election is to be held. Leaves of absence taken for political purposes shall be for the balance of the semester during which such leave is started. In the event the employee shall be elected or appointed to a full-time public office, he or she must resign his or her position with the University effective on the date of commencing the new office.

PROBATIONARY PERIOD

1.0

Every employee’s first six months following their hire date is considered their “probationary period” for the purpose of determining an employee's suitability for the position he or she occupies.

1.1

An employee may have their “probationary period” extended, normally not be longer than 180 days, unless extenuating circumstances exist resulting in an extension no more than 12 months.

2.0

If it is determined during the “probationary period” that the services of an employee have not been acceptable, the employee shall be notified in writing of the date employment is to be terminated. In such cases of termination an employee shall not have recourse through the grievance process except for cases of alleged discrimination.

3.0

Unless otherwise provided by the Board of Regents, no “probationary” employee shall receive a salary increase except in the event of a promotion.

3.1

The serving of a probationary period shall not prevent an employee from being promoted to a position of a higher classification.

3.2

The probationary period for the new classification of position the employee is being promoted to shall begin with the date of the new appointment.

4.0

Employees transferred to positions of another classification during their probationary period must satisfy all conditions required for an original appointment to the classification.

SEXUAL HARASSMENT

USE OF UNIVERSITY EQUIPMENT AND SUPPLIES

WORKPLACE VIOLENCE

1.0

Objective: The University of Nebraska is committed to preventing workplace violence and to maintaining a safe work environment for all employees. To ensure a safe workplace and to reduce the risk of violence, all employees should review and understand all provisions of this workplace violence policy.

2.0

Scope of Policy: All faculty and staff are covered under this policy.

3.0

Prohibited Conduct: The University will not tolerate any type of workplace violence committed by or against employees. Employees are prohibited from any conduct, including verbal or nonverbal conduct that is physically threatening or results in violent behavior.

3.1

This list of behaviors, while not inclusive, provides examples of conduct that is prohibited.

Causing physical injury to another person;

Making threatening remarks;

Aggressive or hostile behavior that creates a reasonable fear of injury to another person or subjects another individual to emotional distress;

Intentionally damaging University property or property of another employee or student;

Possession of firearms, weapons, fireworks and other dangerous or hazardous devices or substances on University property without proper authorization;

Conduct that intimidates, or coerces another employee, customer, student, vendor, or solicitors.

4.0

Procedures All threats of (or actual) violence, both direct and indirect, should be reported as soon as possible to your immediate supervisor, or the safety/security office on your campus/worksite. This includes threats by employees, as well as threats by customers, students, vendors, solicitors, or other members of the public. When reporting a threat of violence, the person providing the information should be as specific and detailed as possible. (Who, what, when, where, how)? Reports can be made anonymously and all reported incidents will be investigated. Reports or incidents will be handled appropriately and information will only be disclosed to others only on a need-to-know basis.

5.0

Disciplinary Actions Threats, threatening conduct, or any other acts of aggression or violence in the workplace will be subject to disciplinary action, up to and including termination.

WORK SCHEDULES

1.0

All employees shall work according to established work schedules for the purpose of maintaining continuity in the administration of the University.

1.1

The normal workweek shall be forty (40) hours.

1.2

Work schedules may provide for a lunch period that is unpaid, and may provide for two rest periods of fifteen (15) minutes each per workday. Such rest periods shall be paid and are, therefore, considered a privilege granted to employees.

1.3

Work schedules shall specify that in certain instances an employee may be required to work overtime.

1.4

All hours worked in overtime status shall be compensated in accordance with the regulations governing the Fair Labor Standards Act (FLSA).